draft regional plan 2019-2020 text - macdonnell.nt.gov.au · werte and welcome to the 2019–20...

2019-20 Regional Plan of the MacDonnell Regional Council | page 1

2019—23 MacDonnell Regional Council Strategic Plan incorporating the

2019–20 Regional Plan


Our 2019–20 Regional Plan cover

End of another rewarding and engaging day for MacYouth in Papunya.

The 2019—23 Strategic Plan of the MacDonnell Regional Council incorporates the 2019–20 Regional Plan and is produced in accordance with the Northern Territory of Australia Local Government Act. MacDonnell Regional

Council consistently works with its funding partners in an endeavour to achieve shared goals,

provide real employment and improve life opportunities for constituents.


Table of Contents

Message from our Council President Message from our Chief Executive Officer Our Governance 6

Our Council, Culture and History Possible Changes to the Regulatory and Administrative Framework Assessment of Adequacy of Constitutional Arrangements Our Strategic Plan 2019—23 11

Our Hierarchy of Plans Our Vision, Mission and Values Our Goals and Objectives List of Council and Other Services Opportunities and Challenges for Service Delivery Possibilities for Cooperation MacDonnell Regional Council Standards and Service Levels Performance Monitoring and Reporting Services Offered by MacDonnell Regional Council by Community

Our Regional Plan 2019–20 20

Developing Communities Healthy Communities Empowered Communities A Supportive Organisation Our Financial Plan 24

Budget 2019/20 – 2022/23 Detailed Budget 2019/20 MacDonnell Regional Council Member Allowances Rates Assessment Record Certification Rates and Charges Declaration 2019/20 Assessment of the Social and Economic Effects of Council’s Rating Policies Fees and Charges Schedule


Message from our Council President

Werte and welcome to the 2019–20 Regional Plan for the MacDonnell Regional Council. I am so happy for our community’s recent success on the national stage and must begin by offering my congratulations to the people of Santa Teresa for being named the 2019 Australian Sustainable Communities Tidy Town winner. Santa Teresa has re-set the bar in our region and this award stands as a great recognition of our people coming together to achieve good results for their community. We look forward to our other communities taking another step up to meet this new challenge. Other challenges for the whole of MacDonnell Regional Council to direct support for our communities are set out as goals and targets in this Regional Plan. Through this consultation and planning processes we have brought together people’s input on our main areas of interest. As a major employer of Aboriginal people in our region it is important to find ways to make sure we remain a strong first choice in the local workforce. Our history as a local employer makes it important for our support and advice to be utilised by other employers and the other levels of government. We look to provide greater levels of support to Aboriginal enterprises and tourism opportunities becoming significant employers in the future. Our experiences in remote communities means our voice is important for the development of future enterprises and employment opportunities.

Housing continues to be a priority in our communities. More houses and improvements to existing houses are still needed to help address severe overcrowding. MacDonnell Regional Council speaks up about these priorities as we work with the federal and territory governments to see our communities become better places to live. Council continues in this role while it remains well placed to provide local employment and contracted services to improve and maintain decent housing. Another priority we continue to work toward is the development of young leaders. Council is keen to help young people be better understood and respected community members. As a way to hear the ideas of young people and help them become confident leaders in their communities we are promoting ways for Youth Boards to engage more with Local Authorities. I enjoy travelling through our beautiful country and I love meeting residents in all our communities. Talking with them. Learning what is happening in their lives and learning how council can improve their lives. I am proud of our mission to improve the lives of Council residents by delivering valued and relevant services. It makes me happy to think back over our first 10 years as a local government and see the improvements we have brought to peoples’ lives. I am confident for our future as we keep our mission on track through this planning document and keep making important changes over our next 10 years. Kala marra. Roxanne Kenny, President, MacDonnell Regional Council


Message from our Chief Executive Officer

As MacDonnell Regional Council continues into its second decade of

operation, it remains totally committed to deliver on our Vision and Mission

through our Strategic Planning process. It will continue to focus on improving

job opportunities, services and infrastructure, health outcomes and will have

a stronger focus of engaging and communicating with constituents, in

particular the younger generations who are the future leaders.

Documented in this Regional Plan, Council has set our new strategic

direction for the next four years. While Council continues a strong focus on

creating local job opportunities, clean and tidy living spaces, we will develop

long term infrastructure plans to meet the future needs of our communities. It

will promote tourism as an opportunity to support local enterprise.

Our Healthy Communities Goal will promote initiatives focusing on working

with community stakeholders to improve health outcomes and wellbeing of

our community by supporting active and healthy lifestyles. Caring for the

country through environmental management of waste and recycling.

This plan focuses heavily on building the wonderful achievements of our

Local Authorities. They are critical to ensure the voice of the community is

heard at Council. Council recognises that it must continue to engage with all

residents and will build stronger relationships with other stakeholders. MRC

is committed to partnering with other Local Government Councils for the

provision of shared services.

Council will commit considerable resources to supporting the development

and advancement of our staff and their safety. We continue to advocate on

behalf of areas which as yet do not have mobile telephone coverage.

Council acknowledges the importance of Federal funding through the

Financial Assistance Grants and Indigenous Advancement Strategy

programs to support the continued delivery of community and municipal

services and infrastructure. Council also acknowledges the NT Government

on its commitment to support regional infrastructure and assistance to

remote indigenous residents who seek the opportunity to develop local

businesses and enterprises. However Council is faced with ever increasing

constituent expectation verses a shrinking income stream. Rates income

represents just 2.52% of revenue and expenses over the forward estimates

are to increase by 4.56% over the 4 years of the budget. Council continues

to review all operational costs, whilst maintaining its goal of local indigenous

employment in communities. In light of the tight fiscal environment, Council

will continue to develop closer working relationships with other regional

stakeholders to facilitate joint services and community development projects.

Rates for the 2019/20 will rise by 3% and fees / charges by 3.5%. Council

will work closely with all stakeholders to assist in progressing Regional

Development which will create opportunities to move from welfare

dependency to real jobs for remote residents.

I commend the staff of MacDonnell Regional Council for their commitment to

improve the lives of Council residents by delivering valued and relevant

services in an extremely dynamic environment.

Through Councils’ strong visionary guidance, feedback from Local

Authorities, responsible fiscal policy and quality management, supported by

our dedicated staff – MacDonnell Regional Council is ready to deliver on the

contents of this Regional Plan.

Jeff MacLeod, Chief Executive Officer, MacDonnell Regional Council


Our Council, Culture and History

Our Communities Council Indigenous Community Workforce Workforce (as %) Population*

Amoonguna 35 91 239 Areyonga (Utju) 36 92 195 Docker River (Kaltukatjara) 31 81 394 Finke (Aputula) 27 85 192 Haasts Bluff (Ikuntji) 36 86 138 Hermannsburg (Ntaria) 48 88 605 Imanpa 17 88 151 Kintore (Walungurru) 39 77 410 Mount Liebig (Watiyawanu) 33 82 169 Papunya (Warumpi) 39 80 404 Santa Teresa (Ltyentye Apurte) 45 87 579 Titjikala 40 95 227

Wallace Rockhole 9 100 102

*Population figures shown are from ABS 2016 Census

Situated in an arid desert environment at the centre of the Australian continent, MacDonnell Regional Council (MRC) features many iconic, panoramic landscapes which are easily accessed from Alice Springs.

The picturesque water holes, magnificent flora and fauna, red desert sands and captivating mountain ranges with changing hues are reasons why the MacDonnell region is uniquely beautiful and has a deep and powerful strength that can only be felt when travelling across the land. Named after the ancient and spectacular MacDonnell Ranges, MacDonnell Regional Council was established in 2008 and its area covers our 13 major remote communities as well as many outstations and numerous established and emerging enterprises in the pastoral, tourism and mining industries. The towns of Alice Springs and Yulara are excluded from the Council. A total population of 6,029 was recorded in the ABS 2016 Census from all dwellings in the MacDonnell Regional Council. At MacDonnell Regional Council we recognise and respect the fact that Aboriginal culture is the oldest known continuing culture in the world and that Aboriginal people have had their own forms of governance for tens of thousands of years. Having strong and effective Aboriginal representatives on the Council has provided an opportunity to discuss and develop effective two-way communication and engagement as well as strong governance principles and practices. Council discussions are multi-lingual, moving easily between the Aboriginal languages spoken in the MacDonnell region (mainly Luritja, Pintubi, Pitjantjatjara and Arrarnta) and English. In weighing-up the impacts of their decisions made, councillors explore vastly different perspectives and expectations.

Our Governance


We are committed to delivering quality services for all of our residents, with Council services operating from Service Delivery Centres in all thirteen communities. The coordination of all services and the administration of governance, finance, funding arrangements, program management and human resources is undertaken centrally in our Alice Springs office. The Council MacDonnell Regional Council has 12 elected members in four wards. Councillors are elected for four years, with the last election held in September 2017. Following these elections newly elected councillors joined with re-elected councillors to nominate and vote for their principal members. Roxanne Kenny was re-appointed as President of MacDonnell Regional Council and Greg Sharman was appointed as Deputy President. Throughout its annual cycle, Council holds an Ordinary Council Meeting every two months, and Special Council Meetings as required. Meetings are held in Alice Springs, on one of the 13 communities within the Council, or at a local business within the Council region. All Council meetings are open to the public unless confidential business is being considered. We encourage attendance from residents of our communities and members of the public. Committees of Council Finance and Risk Committee Audit Committee Local Authorities (see below) Dates, times, agendas and minutes for all Council and committee meetings, including Local Authority meetings, are available on the MacDonnell Regional Council website: www.macdonnell.nt.gov.au/meetings

Local Authorities Local Authorities are established under the Local Government Act and have the following functions:

• To involve local communities more closely in issues related to local government

• To ensure that local communities are given an opportunity to express their opinions on questions affecting local government

• To allow local communities a voice in the formulation of policies for the locality, as well as policies for the area and the region

• To take the views of local communities back to council and act as advocates on their behalf

• To develop a Local Authority Plan for their community and contribute to the Regional Plan.

Local Authorities may also from time to time represent their community on other matters, with governments and other organisations able to approach the Local Authority for advice and consultation on a range of issues. As vacancies arise, potential members nominate themselves for a Local Authority and Council approves the nominations at a Council Meeting. The Chair is chosen from the members of each Local Authority. Each Local Authority meeting is attended by its Ward Councillors and the President, when available, as well as by senior MacDonnell Regional Council staff. Staff MacDonnell Regional Council employs an average of 505 staff, of whom 75% are Aboriginal. Council employs a diversity of people in a variety of service areas (see the MacDonnell Council administration chart on a page 9 and the detailed list of services on page 19).


Possible Changes to the Regulatory and Administrative Framework

The Council periodically reviews its internal regulatory and administrative framework to ensure:

• Ongoing compliance with applicable laws • Practicality • Cultural appropriateness

The Local Government Act and associated guidelines and regulations have

been under review and is being put out for consultation at the time of

publication. Council awaits the revised Local Government Act resulting from

this process and the subsequent tabling in parliament.

The Office of the Independent Commissioner Against Corruption (ICAC) has

been launched to investigate wide ranging improper conduct previously

outside the jurisdiction of Northern Territory ‘watchdog’ bodies. Council

maintains compliant to its legislative and regulatory obligations and respects

ICAC’s powers to protect people who have assisted or may assist in

detecting, preventing, investigating or otherwise responding to improper

conduct.

Assessment of the Adequacy of Constitutional Arrangements

Pursuant to the provisions of the Local Government Act and the Local Government (Electoral) Regulations, MRC prepared a draft paper in December 2014 which was subsequently adopted by the Council at the Ordinary Council meeting of 20 February 2015 and 24 April 2015. Representation on proposed changes was also made to relevant Local Authorities. The MacDonnell Regional Council S23(2) Review of Representation gave an assessment of the effectiveness of constitutional arrangements for electoral representation of the Council area (electoral review) in accordance with the requirements of Section 23(1)(c) and 23(2) of the Local Government Act and Regulations 63 of the Local Government Electoral Regulations to determine whether the arrangements presently in force provide the most effective representation possible. After ministerial review, no changes were made to MacDonnell Regional Council boundaries, wards or councillor mix by ward for the next general election. The next review will be conducted during the financial year 2019/20.


Our Hierarchy of Plans

Our Strategic Plan The Strategic Plan denotes the vision, mission and values of the third MacDonnell Regional Council for the period of 2019–23 and describes the goals and objectives as standard indicators of Council’s performance. Our Regional Plan The Regional Plan of 2019–20 addresses the goals and objectives of the Strategic Plan defining their specific strategies, associated key performance indicators and targets for the next operational year. Other related plans Equal in the hierarchy, Local Authority Plans of individual communities sit alongside the various Operational Plans of Council’s departments. Local Authority Plans are developed in consultation with residents and guide the decision making of Local Authority members while Operational Plans describe how the individual sections of MacDonnell Regional Council address specific outcomes in the Regional Plan.

Our Vision

many voices, one dream, building a quality desert lifestyle

Our Mission

to improve the lives of Council residents by delivering valued and relevant services

Our Values open we will build strong relationships and seek feedback and input on our

work respectful we will respect and support our diverse cultures and heritage

accountable our work must be transparent and accountable to

MacDonnell Regional Council residents

inclusive we will value and incorporate local knowledge, experience and

perspectives into the work that we do

innovative we will seek new ideas and ways of working to achieve our

outcomes and improve our services

Our Strategic Plan 2019—23


Developing communities

Councils infrastructure meets community needs

Create employment opportunities

Increase Aboriginal employment opportunities

Support local Aboriginal enterprise

Healthy communities

Support active and healthy lifestyles

Improve environmental health outcomes

Support community and cultural events

A supportive organisation

Support the development and advancement of our staff

Improve efficiencies through our use of technology

Support staff safety and wellbeing

Empowered communities

Young people are empowered to be engaged representatives

Local Authority and Council members are trained and empowered in their roles to lead into the future

Local Authority and Council members, constituents and stakeholders are engaged and informed

Our Goals

Our Objectives


List of Council and Other Services

Council Services Service Centre Delivery Council Infrastructure

• Buildings and Facilities • Fleet Management

Municipal Services • Animal Health and Wellbeing • Broadcasting • Cemetery Management • Local Emergency Management • Parks and Open Spaces • Public Lighting • Roads Maintenance and Traffic Management • Waste Management • Weed Control and Hazard Reduction

Council Engagement

• Communications • Community Engagement • Council and Local Authorities • Customer Service • Governance

Support and Administration

• Financial Management • Human Resources

• Information Technology • Records Management • Staff Training • Staff Housing • Workplace Heath and Safety

Non-Council Services Outstation Services

• Infrastructure • Housing Maintenance Services Maintenance • Municipal and Essential Services Maintenance

Swimming Pools Commercial Operations

• Airstrip Maintenance • Centrelink • Community Store • Essential Services Maintenance • Disability Services (National Disability Insurance Scheme) • Postal services

Community Services Aged and Disability Services

• Commonwealth Home Care Packages • Commonwealth Home Support Program • School Nutrition Program

Children’s Services • Early Learning Program


Community Safety • Community Safety Program

Library Services • Libraries Program

Youth Services • Outside School Hours Learning Program • Sport and Recreation • Youth Development • Youth Diversion

Opportunities and Challenges for Service Delivery

Opportunities

• Building partnerships in the region • Local Authorities becoming a strong voice for their communities • Finding more ways to recognise and support our staff across the

communities, to build a stronger workforce • Seek and develop additional revenue sources • Work experience, succession planning, mentoring and training to

support more local people into jobs • Harnessing our positive public perception • Harnessing new technologies to improve our communication and

services

Challenges • Uncertainty of funding from NT and Federal Government • Changes to legislation and government priorities • Funding reductions leading to less employment for local people in

communities • Increased competition among organisations delivering services in a

user-pays environment • Cost-shifting to local government by other levels of government • Community conflict impacting on all areas of community life, and

Council services • Severe weather events impeding service delivery and damaging

infrastructure • Poor road infrastructure causing above average wear and tear,

leading to inflated transport costs

Possibilities for Cooperation

Our Councillors have identified collaboration and cooperation as a priority to help us achieve better outcomes in our communities. Indeed many of the issues faced cannot be addressed by agencies working on their own. Funding reductions mean the same services are expected with fewer resources and competition for those resources is increased. Through co-funding on projects, shared delivery and advocacy, and taking advantage of in-kind support, we can achieve the aims of the Council, and other organisations working with and for our communities. In light of this we pursue shared services opportunities with other jurisdictions. MacDonnell Regional Council has a well developed partnership


with the Barkly Regional Council and Central Desert Regional Council through the Central Australia Remote Waste Management Program that supports landfill sites to be better planned and managed. A more recent collaboration has been exemplified through MacDonnell Regional Council joining with the Alice Springs Town Council to form a team in the Australasian Local Government Management Challenge and winning the Northern Territory title. The increased responsibility for Local Authorities to engage in non-Council business has also brought opportunities for partnerships, as Local Authorities can identify key stakeholders, potential projects and bring partners together locally as the representative group for their community. While allowing for issues to be raised with the Department of Local Government, Housing and Community Development, this has drawn minimal responses from other departments and little impact on Council or its Local Authorities. Through this Regional Plan we seek local decision making opportunities for Local Authorities and community service providers to share their identified plans in an effort to rationalise community planning to better delivery long term benefits for our residents. MacDonnell Regional Council will continually strive to identify partners and create collaborative opportunities to bring less duplication yet greater efficiencies and coherence in service delivery across our region, ultimately benefiting our communities.

MacDonnell Regional Council Standards and Service Levels

In order to ensure continuous improvement in service delivery in our 13 communities, MacDonnell Regional Council has established service levels for Council service delivery, linked to multi-year implementation plans and our Strategic Plan to continuously increase the standards. All service levels are accompanied by staff management and training strategies. MacDonnell Regional Council standards and service levels are briefly summarised over the following pages. More information about Council standards and service levels can be found on our website at: www.macdonnell.nt.gov.au/about/standards Council Services

Cemetery Guidelines 12 Council Service Delivery Centres have responsibility for cemeteries. Four service levels have been identified:

1 Site identification and clearing including fencing, car parks and grave shoring

2 Shade structures, seating, wheelie bins and water 3 Signage and plot markers, including a cemetery register and grid

plan of grave locations 4 Pathways and landscaping


Parks and Open Spaces The MRC Parks and Open Spaces guidelines outline standards to be achieved over a five year timeframe (2012 – 2017). This Regional Plan extends that timeframe. All 13 Council Service Delivery Centres oversee open spaces with widely varying maintenance standards and infrastructure. Six service standards have been developed:

1 Site identification and clearing (retaining trees if present) 2 Fencing or bollards and carpark installation 3 Shade structure and wheelie bins 4 Signage, water bubbler, table and seating and BBQ 5 Lighting, pathways, landscaping and playground equipment 6 Irrigation and grass where feasible

Sports Grounds Guidelines The MRC Sports Ground guidelines outline standards to be achieved over a five-year timeframe (2012 – 2017). This Regional Plan extends that timeframe. All 13 Council Service Delivery Centres oversee and maintain sports grounds and infrastructure at widely varying standards. Six service standards have been developed:

1 Shade shelters and wheelie bins 2 Seating, backstop netting and drinking water 3 Shade trees and parking area 4 Fencing 5 Lighting and irrigation (where funding is available, as these require

significant start-up and ongoing funding) 6 Grass (where funding is available as this requires significant start-up

and ongoing funding)

Street Lighting MRC maintains street lights in the region based on the following five standards:

1 Total number of MRC streetlights 2 Audit of all streetlights within the first week of each month 3 Restore community streetlight levels that drop below 70% within 30

days 4 Average year to date level of operational streetlights in each

community at 75%+ 5 Deliver services on budget

Roads Maintenance MRC has a highly detailed Transport Asset Management Plan that is reviewed annually. The summary of the plan is: ‘To maintain, upgrade and renew sealed and unsealed roads within the MRC road network to meet service levels set by Council in annual budgets’. Waste Management Guidelines The MRC Waste Management guidelines provide baseline standards which MRC aims to achieve within three years (2016 - 2019). All 13 Service Delivery Centres have responsibility for landfill sites of widely varying standards and all provide waste collection services. Four service levels have been identified:

1 Reduce Risk – two wheelie bin collections per week; no burning at landfill and secure storage of waste, plant and equipment

2 Remediate Old Sites – community education about waste management; milestones for management of landfill sites

3 Review and Improve – removal of bulky goods historically dumped around the community; higher level landfill management milestones

4 New waste management facilities as funding becomes available


Non-Council Services

Aged and Disability Services Aged Care services operate in compliance with eight standards set out in the national Aged Care Quality Standards. These standards were implemented on 1 July 2019 and replaced the Home Care Common standards. These standards are:

Standard 1 - Consumer dignity and choice Standard 2 - Ongoing assessment and planning with consumers Standard 3 - Personal care and clinical care Standard 4 - Services and supports for daily living Standard 5 - Organisation’s service environment Standard 6 - Feedback and complaints Standard 7 - Human resources Standard 8 - Organisational governance

A triennial external review of aged care services occurs to ensure compliance with standards and legislation. The 2018/19 reviews of Aged Care Services in Amoonguna and Hermannsburg resulted in both services being assessed as fully compliant with the Home Care Common standards. Disability services operate in compliance with the National Disability Insurance Scheme (NDIS) Quality and Safeguarding Framework. This framework consists of five domains, which are: Domain 1 - Governance and financial management Domain 2 – Workforce management and development Domain 3 – Person-centred planning and practice Domain 4 – Safeguarding Domain 5 – Cultural safety, security and competency

The NDIS replaced the Disability in Home Support program (NT) as of 1 July 2019. During 2018/19 our services were reviewed against these five domains as part of the transition and approval process to continue providing disability services under the NDIS. Our services were assessed as complaint and MRC was approved as a service provider under the NDIS. Children’s Services Children’s Services continues to work towards the National Quality Framework (NQF) for Early Childhood Education and Care, which sets a national benchmark for the quality of education and care services. The NQF is divided into seven Quality Areas:

1 Educational program and practice 2 Children’s health and safety 3 Physical environment 4 Staffing arrangements 5 Relationships with children 6 Collaborative partnerships with families and communities 7 Leadership and service management.

Each service has a Quality Improvement Plan which documents progress against these standards. Community Safety The Community Safety Projects Operational Framework outlines the standards that our community safety services work to achieve. The framework covers:

1 Service Delivery standards 2 Asset Management 3 Program Administration 4 Training and Development


Youth Services The Youth Model standards have been developed for youth services in Central Australia. Our Youth Services operates in accordance with these standards, which are:

1 Resources and Infrastructure 2 Regularity and Consistency of Activities. 3 Gender and Age Status Appropriate Activities 4 Activities which are Meaningful, Stimulating and Culturally Relevant. 5 Involvement of Role Models

Other Services Other areas of Council service delivery are developing standards and service levels as relevant and appropriate.

Performance Monitoring and Reporting

Community Community members are encouraged to attend Local Authority meetings to observe their deliberations and decisions. They can also speak directly to visiting Council staff, their Local Authority members and ward councillors for feedback and updates. Council periodically conducts community feedback questionnaires on its provision of services. Local Authorities Council reports regularly to Local Authorities on progress against their plans, strategies, decisions or other areas of concern. Local Authority functions are outlined on page 7.

Council MacDonnell Regional Council staff report regularly to Council on Regional Plan progress against its KPIs, budget performance as well as issues and strategies identified by the Council. Councillors monitor and guide Council’s spending and progress to ensure that identified outcomes are achieved. Directorate Directors are responsible for monitoring, reporting and implementation of their Operational Plans that ensure KPIs are achieved. Much of MacDonnell Regional Council’s funding is sourced by agreements or commercial contracts from external agencies that impose detailed performance targets and reporting regimes to monitor outcomes. Staff Council staff are supported to understand how their work aligns with the Regional Plan through their directorates Operational Plan. NT Government and General Public Many Council documents, including agendas, policies, financial reports and plans are available on the Council website. The MacDonnell Regional Council has a principle of transparency wherever possible to ensure that our stakeholders, community members and other members of the public are aware of Council operations and key governance measures. The MacDonnell Regional Council’s Regional Plan and Annual Report must be presented to the Minister responsible for Local Government each year to ensure compliance with our governing legislation and a robust governance framework.


Services Offered by MacDonnell Regional Council by Community


Our Regional Plan 2019—20 Goal 1. Developing Communities

Objective Strategy Key Performance Indicator monitored and reviewed by Council quarterly

Target Date

1.1 Councils infrastructure meets community needs

Develop and implement Council Community Infrastructure Plans to guide infrastructure investment and development

Broad stakeholder consultation undertaken in each community to identify Council's current and future community infrastructure needs

June 2020

Develop and adopt 10 year Council Community Infrastructure Plans for each community

June 2021

Secure long term land tenure for lots used in the delivery of Council services

90% of the community based lots that Council utilises to delivery services are leased under Section 19 leases

June 2020

1.2 Create employment opportunities

Secure additional contracts that create employment NT Government service contracts (Housing Tenancy, Housing Maintenance, Room to Breathe) secured

June 2020

Other service contracts secured June 2020

Number and FTE of new positions created June 2020

1.3 Increase Aboriginal employment opportunities

Promote Aboriginal employment within Council Develop and implement Special Measures Policy to support Aboriginal employment

June 2020

90% of community based positions filled by Aboriginal staff June 2020

15% of Alice Springs based positions filled by Aboriginal staff June 2020

Local employment supported through Council's tender contracts

10% local Aboriginal labour achieved through delivery of Council's tender contracts

June 2020

Partner with organisations that can offer job-ready candidates in communities

10 local Aboriginal people placed in employment June 2020

1.4 Support local Aboriginal enterprise

Develop a regional tourism plan in collaboration with NT Tourism

Regional tourism plan is developed and approved by Council June 2021

Develop policy to inform Council's in-kind support Policy developed and approved by Council June 2020

Provide in-kind support to local Aboriginal enterprises in communities

$50,000 in-kind services provided June 2020


Goal 2. Healthy Communities Objective Strategy Key Performance Indicator

monitored and reviewed by Council quarterly Target Date

2.1 Support active and healthy lifestyles

Collaborate with community stakeholders to promote health initiatives

13 health initiatives delivered June 2020

Provide quality parks, open spaces, sporting and recreational facilities, that are accessible for all ages

Develop and adopt revised Service Level Guidelines informed by Local Authority and Council Infrastructure Plans

June 2020

Audit existing infrastructure against revised Service Level Guidelines and map on GIS system

June 2021

Promote healthy eating through Council's services, meetings, functions and events

Policy developed and approved on Council provided food June 2020

2.2 Improve environmental health outcomes

Increase community awareness of the impact of waste on the environment

Develop and deliver waste education campaign in each community

June 2020

Improve the health of animals living in communities Develop baseline animal health data for each community June 2020

Develop and implement animal health program targeting identified health issues

June 2021

Develop community-wide recycling program Recycling stations are installed and operating in each community

June 2021

2.3 Support community and cultural events

Provide in-kind support for community and cultural events $50,000 in-kind support provided June 2020

Support the development of an annual major regional cultural festival within the Council area

Feasibility study developed and submitted to Council for review, exploring business models for the delivery a major regional cultural festival

June 2020


Goal 3. Empowered Communities

Objective Strategy Key Performance Indicator monitored and reviewed by Council quarterly

Target Date

3.1 Young people are empowered to be engaged representatives

Partner with service providers to support the development of Youth Boards in Finke, Imanpa and Docker River

Youth Boards are established in Finke, Imanpa and Docker River

June 2020

Develop and maintain Youth Boards in the nine MacYouth communities

Youth boards meet 6 per community / per year June 2020

Provide governance training for Youth Board representatives

A representative from each Youth Board completes the Local Authority governance training program

June 2020

Local Authorities engage with Youth Boards A Youth Board representative presents at each Local Authority on the progress and actions of the Youth Board

June 2020

10% of Local Authority Project funding approved for local Youth Board identified projects

June 2020

3.2 Local Authority and Council members are trained and empowered in their roles to lead into the future

Individualised training programs are established to support the development and empowerment of each elected member

Individualised training programs are developed for each elected member

June 2020

Individualised training programs are completed by each elected member

June 2020

Governance training program developed and delivered for Local Authority members

Local Authority governance training program developed and approved

June 2020

All Local Authority members complete Local Authority governance training program

June 2020

Local Authority Plans are developed for each community and inform Council Community Infrastructure Plans

5 year Local Authority Plans developed and approved by each Local Authority

June 2020

3.3 Local Authority and Council members, constituents and stakeholders are engaged and informed

Local Authority meetings are engaging and accessible to members and the public

Consult with Local Authorities regarding Local Authority meeting format and content.

June 2020

Revise Local Authority meeting format and content inline with Local Authority feedback

December 2021

13 Local Authority meetings are held in open public spaces June 2020

5% of residents attend each Local Authority meetings June 2020

Councillors supported to engage with constituents 13 Councillor community engagement events supported June 2020

Council services reflect community aspirations 10% of residents in each community complete a Council Services survey.

June 2020

Optimise use of technology to raise community awareness of Council services

Develop and adopt revised Communications and Engagement Plan

June 2020


Goal 4. A supportive organisation Objective Strategy Key Performance Indicator

monitored and reviewed by Council quarterly Target Date

4.1 Support the development and advancement of our staff

Attract, train and retain a skilled workforce Complete Strategy 1 Actions from MRC Workforce Development plan

June 2020

Develop and adopt training programs for all positions within Council

June 2021

Develop workforce to meet current and future capability needs

Complete Strategy 2 Actions from MRC Workforce Development plan

June 2021

Develop training programs to support internal advancement of staff

June 2021

Increase employee engagement Complete Strategy 3 Actions from MRC Workforce Development plan

June 2021

Staff attendance is more than 85% of contracted hours June 2020

Improve communication and collaboration across all areas within Council

Complete Strategy 4 Actions from MRC Workforce Development plan

June 2021

4.2 Improve efficiencies through our use of technology

Connect staff through video conferencing Video conferencing facility established in 8 communities and accessible for all staff

June 2020

Use electronic solutions for data collection and reporting Implement use of electronic timesheets for all departments June 2020

Develop and implement electronic reporting for all council services

June 2022

Increase access to online training modules 80% of staff complete digital literacy training June 2020

Implement online Learning Management System for the delivery of staff training programs

June 2020

4.3 Support staff safety and wellbeing

Effective compliance in achieving our legislative obligations Revised policy framework adopted and implemented June 2020

Develop best practice Work Health and Safety strategy Approval of revised Work Health and Safety Management System

June 2020

Work Health and Safety Management System implemented and all staff have received training

December 2020


Our Financial Planning Budget 2019/20 – 2022/23 (including Capital Expenditure)

2019/20 Budget 2020/21 Budget 2021/22 Budget 2022/23 Budget

Income Expenses

Net Income /

(Expenses) Income Expenses Income Expenses Income Expenses

Council Services Service Centre Delivery 1,594,200 9,797,090 (8,202,890) 1,618,110 9,944,050 1,642,380 10,093,210 1,667,020 10,244,610 Council Engagement 571,710 1,962,100 (1,390,390) 580,290 1,991,520 588,990 2,021,370 597,820 2,051,690 Support and Administration 10,452,790 1,717,740 8,735,050 10,609,580 1,743,510 10,768,720 1,769,660 10,930,250 1,796,200 Total Council Services 12,618,700 13,476,930 (858,230) 12,807,980 13,679,080 13,000,090 13,884,240 13,195,090 14,092,500

Non-Council Services Outstations 2,099,680 2,099,680 - 2,131,180 2,131,180 2,163,150 2,163,150 2,195,600 2,195,600 Swimming Pools 37,000 437,810 (400,810) 37,560 444,380 38,120 451,050 38,690 457,820 Broadcasting - - - - - - - - - Commercial Operations 5,988,170 3,774,630 2,213,540 6,077,990 3,831,250 6,169,160 3,888,720 6,261,700 3,947,050 Community Services 15,956,190 15,956,190 - 16,195,530 16,195,530 16,438,460 16,438,460 16,685,040 16,685,040 Total Non-Council Services 24,081,040 22,268,310 1,812,730 24,442,260 22,602,340 24,808,890 22,941,380 25,181,030 23,285,510 Total 36,699,740 35,745,240 954,500 37,250,240 36,281,420 37,808,980 36,825,620 38,376,120 37,378,010

Capital Expenditure Vehicles, Plant and Equipment 1,732,280 1,732,280 - 1,758,260 1,758,260 1,784,630 1,784,630 1,811,400 1,811,400 Other Infrastructure 3,974,640 4,929,140 (954,500) 4,034,260 5,003,080 4,094,770 5,078,130 4,156,190 5,154,300 Surplus / (Deficit) before Non-Cash Expenditure - - - -

Non-Cash Expenditure Depreciation - 2,150,000 (2,150,000) - 2,182,260 - 2,214,990 - 2,248,210

Surplus / (Deficit) (2,150,000) (2,182,260) (2,214,990) (2,248,210)


Key Assumptions of the Income and Expenditure Budget

1 At the time of preparation of this budget the Council is engaged in discussions with funding bodies regarding grants for 2019/20. This budget therefore reflects a combination of known and anticipated funding for its continuing services based on previous experience and known service requirements.

2 Administration fees made by the Council have previously, in general, been set at 15%. Charges are made to income external to Core Services (noting that some grants will not pay 15% and this is a continuing negotiation). It is further recognised that the actual administration fee should be between 19% and 24%, though no change has been made to the budget in relation to this at this stage.

3 Whilst operation costs of running Swimming Pools in the Council area have been included, it is assumed these will be offset by a small amount of income sourced to assist with their operation. This continues to be a major impact on the sustainability for the overall Council area.

4 All other current services will continue to be provided by the Council.

5 Discretionary funds provided to Local Authorities have been set at $4,000. In addition funds resulting from the Northern Territory Government’s promise of grants to Local Authorities have again been included as it is believed that these are to be available again in 2019/20.

6 The budget has been set with the assumption that there will be minimal CPI increase in government funding with the release of the NT Government Plan for Budget Repair which includes the application of a 3% efficiency dividend to NT funded grants for 2019-20, 2020-21 and 1% for 2021-22 and 2022-23. The budget incorporates this reduction and has been offset as per paragraph 8.

7 In the absence of a significant rates base, the Commonwealth and Territory Governments will continue to fund services.

8 After consideration of the impact of the NTG’s efficiency dividend, minimal CPI increase in grant funding (Council’s major income source), the cost price index increase at December 2018, the Local Government cost price index and Council’s own observations in relation to increased costs, the budget has been prepared on the basis of an increase in rates of 3.0%, waste charges of 3.5% with other fees and charges being increased by approximately 3.0%.

9 Election costs of $10,000 have been included in this budget.

10 Expenses have been estimated to increase by an average of 1.5% over the life of the plan.

11 There are no additional major initiatives planned over the next four years, outside the goals outlined in the Regional Plan. This is due to major initiatives being wholly dependent on additional funding and there is currently no indication of significant increases that would enable major initiatives to be considered.

12 The repairs, maintenance, management and development of infrastructure is intended to continue for the life of the plan at the same level as detailed in the 2019/20 year budget with increases in line with inflation. A major capital improvement to the Alice Springs building is planned and budgeted to begin in the 2019/20 financial year.

13 Council policy is to not capitalise roads, therefore road expenditure is reflected in full in the Council Services line within the budget.

14 Expenditure on plant and equipment has been fully funded, and will cover the expected depreciation for the year. Additionally Council has resolved to set aside any surplus from operations in the 2018/19 year into its reserve for funding replacement of Council assets and other future projects.


Detailed Budget 2019/20 (including Communities and Alice Springs)



SLGIF


MacDonnell Regional Council Member Allowances

Infrastructure Development and Maintenance Budget

2019/20 Development Maintenance Roads $ nil $582,730 Buildings and Facilities $4,388,500 $1,279,520 Staff Housing $151,000 $437,800 Fleet $1,732,280 $1,216,460 Other Infrastructure $389,640 $1,098,420 Total $6,661,420 $4,614,930

Approved Member Allowances 2019/20 (Once allowances for a financial year have been set, they cannot be changed Local Government Act)

Ordinary Council Member Base Allowance $13,442.75 Electoral Allowance $4,919.13 Professional Development Allowance $3,734.50 Maximum Extra Meeting Allowance $8,961.83 (Paid at the per day rates approved within Council’s policy)

Total Claimable $31,058.21

Deputy Principal Member Base Allowance $27,637.93 Electoral Allowance $4,919.13 Professional Development Allowance $3,734.50 Total Claimable $36,291.56

Principal Member Base Allowance $74,742.90 Electoral Allowance $19,672.93 Professional Development Allowance $3,734.50 Total Claimable $98,150.33 Acting Principal Member Daily Rate $260.04 Total Claimable (Maximum 90 Days) $23,403.60

Local Authority Member per meeting Local Authority Chairperson Allowance $173.00 Ordinary Local Authority Member Allowance $129.00

The preceeding rates of allowances for Councillors are applicable from 1 July 2019 to 30 June 2020: The MacDonnell Regional Council’s 2019/20 budget includes $496,040 in respect of Members’ Allowances. Elected Members’ Allowances are paid in accordance with Council Policy and in line with the Minister’s Guideline established under the Local Government Act.


Rate Assessment Record Certification

I certify to the Council that, to the best of my knowledge, information and belief, the rates assessment record is a comprehensive record of all rateable land within the area. Jeff MacLeod, Chief Executive Officer, MacDonnell Regional Council Friday 17 May 2019

Rates and Charges Declaration for 2019/20

Rates MacDonnell Regional Council (the “Council”) makes the following declaration of rates pursuant to Chapter 11 of the Local Government Act (the “Act”)

1 Pursuant to Section 148 of the Act, the Council declares rates consisting of a combination of fixed charges and valuation based charges including a minimum charge. For valuation based rates, pursuant to Section 149 of the Act, the Council adopts the Unimproved Capital Value (UCV) method as the basis of the assessed value of allotments within the council area.

2 The Council intends to raise, for general purposes by way of rates, the amount of $924,620 which will be raised by application of:

(a) Differential rates with differential minimum amounts being payable in application of each of those differential rates; or

(b) A fixed charge (“flat rate”)

3 The council hereby declares the following rates: (a) With respect to every allotment of rateable land within the council

area that is used for residential purposes, a flat rate of $904.80 for each allotment.

(b) With respect to every allotment of rateable land within the council area that is used for commercial or business purposes, a flat rate of $1,070.75 for each allotment.

(c) With respect to every allotment of conditionally rateable land within the council area: (i) A rate of 0.000306 multiplied by the assessed value of land

held under a Pastoral Lease, with the minimum amount being payable in the application of the differential rate being $376.45;

(ii) A rate of 0.003475 multiplied by the assessed value of land occupied under a Mining Tenement with the minimum amount being payable in the application of the differential rate being $890.96.

(d) With respect to every allotment of rateable land within the council area not otherwise described elsewhere in this declaration, a flat rate of $1,070.75 for each allotment.

Charges 4 Pursuant to Section 157 of the Act, the Council declares the

following charges in respect of the garbage collection services it provides for the benefit of all land within the following designated communities within the council area (except such land as Council from time to time determines to be exempt or excluded from the


provision of such services or for which the Council has determined it is impractical to provide such services).

5 Council intends to raise $900,180 by these charges.

6 Garbage collection services are provided weekly in the designated communities within the council area of Amoonguna, Areyonga, Docker River, Finke, Haasts Bluff, Hermannsburg, Imanpa, Kintore, Mt. Liebig, Papunya, Santa Teresa, Titjikala and Wallace Rockhole.

7 For the purpose of paragraphs 8: • “residential dwelling” means a dwelling house, flat or other

substantially self-contained residential unit or building on residential land and includes a unit within the meaning of Unit Titles Act.

• “residential land” means land used or capable of being used for residential purposes (but does not include land on which there is no residential dwelling).

8 The following charges are declared: (a) A charge of $803.75 per annum per residential dwelling in respect of

the garbage collection service provided to, or which Council is willing and able to provide to, each residential dwelling within Amoonguna, Areyonga, Docker River, Finke, Haasts Bluff, Hermannsburg, Imanpa, Kintore, Mt. Liebig, Papunya, Santa Teresa, Titjikala and Wallace Rockhole Communities.

(b) Other than a residential dwelling to which paragraph 8 (a) applies, a charge of $1,607.45 per annum for each allotment used for commercial, industrial or community use purposes in respect of the garbage collection service provided to, or which Council is willing and able to provide to, each such allotment within Amoonguna, Areyonga, Docker River, Finke, Haasts Bluff, Hermannsburg, Imanpa, Kintore, Mt. Liebig, Papunya, Santa Teresa, Titjikala and Wallace Rockhole Communities.

Payment of Rates and Charges 9 Pursuant to section 161 of the Act, Council determines that rates

and charges for the year 1 July 2019 to 30 June 2020 inclusive, shall be due and payable in two approximately equal instalments on the following dates namely:

First instalment Friday 11 October 2019 Second instalment Friday 13 March 2020

(a) Payment of all or any remaining instalments may be made on or before the due date of the next instalment.

(b) Details of due dates and specified amounts will be listed on the relevant rates notice under section 159 of the Act (“the Rates Notice”).

(c) Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rate Notice.

(d) A ratepayer who fails to abide by such conditions may either be sued for recovery of the principal amount of the rates and charges and late payment penalties; or a charge may be registered over the property or lease prior to potential sale of the property. Costs reasonably incurred by Council in recovering or attempting to recover the rates and charges will be recoverable from the ratepayer.

Relevant Interest Rate 10 The Council fixes relevant interest rate for the late payment of rates

and charges in line with Section 162 of the Act at the rate of 18% per annum which is to be calculated on a daily basis.


Assessment of the Social and Economic Effects of Council’s Rating Policies

MacDonnell Regional Council’s rates and charges are set each year with regard to a number of factors including increases in the cost of providing services, proposed capital works and increases in service levels or other Council initiatives. The Council also considers statistical indicators such as the Consumer Price Index and the Northern Territory Local Government Index, which is prepared by the Local Government Association of the Northern Territory (LGANT). The Council consciously aims to keep the increase in rates to a minimum in order to lessen any impact on ratepayers, while generating enough income to provide adequate levels of service and achieve its objectives. The rates as a revenue source at MacDonnell Regional Council represent just 2.52% of revenue so are a minor part of its revenue. The rates for Pastoral Leases and Mining Leases in the Council, where changed, have been increased in line with the Minister’s approval. The Council has reviewed rates for Pastoral Leases and Mining Leases nationally and the current level charged within the Council area is comparatively low. The minimum rate for Pastoral Leases is $376.45 per annum so no economic or social impact is expected as the average value of Pastoral Leases in the Council is well over $1,000,000. A Similar situation exists for Mining leases, where the minimum has changed to $890.96 per annum. This level is not expected to cause any significant difficulties for mining lease owners. The remaining rates in the Council have increased by 3.00%, which reflects the need to cover reduced income from other areas and pay for cost increases in order to help maintain the current level of services and

maintaining local employment within the Council. The Council has developed reserves which they plan to use for future capital and project expenditure. The average increase for residential ratepayers is 50 cents per week and for commercial ratepayers 60 cents per week. Garbage collection rates have increased by 52 cents per week for residential ratepayers and by $1.05 cents for commercial ratepayers. The increases are a result of increased costs for new waste facilities and increased operational costs. As such, the Council’s assessment of the social and economic effects of the Council’s rating policy is that the increases in rates are not of sufficient magnitude to have any significant effect on the ratepayers concerned.

Fees and Charges Schedule The following Fees and Charges are correct as at 1 July 2019. Council reserves the right to vary them from time to time and current rates can be found at: www.macdonnell.nt.gov.au/about/rates-fees-charges Short Term Accommodation A purchase order must be received and the booking confirmed prior to arrival on community. All accommodation arrangements to be completed with the Council Services Coordinator in the specific community prior to arrival at that location. All accommodation is un-serviced and based on availability. Short Term Accommodation Unit Fee (gst inc)

All communities (except Amoonguna) per Person / per Night $85.00


Administration

Unit Fee (gst inc) A4 Photocopying per Page $2.00 A3 Photocopying per Page $5.00 A4 Faxing per Page $4.00 A4 Scanning and Emailing Documents per Page $4.00

Meeting Room and Office Use Unit Fee (gst inc) Meeting rooms in Council offices per Day $240.00 Meeting rooms in Council offices per ½ Day $118.00 Use of office (where available) per Day POA* Use of office facilities (where available) per Person/per Day POA* * price on application

Waste Management Fees

Commercial and Industrial Unit Fee (gst inc) Asbestos Disposal (only licenced facility) mᵌ $574.00 Animal Carcasses each $35.00 Batteries each $5.00 Car Bodies each $286.00 Clean Fill < 3mᵌ * no charge Clean Fill < 6mᵌ * no charge Concrete | Rubble < 1.5mᵌ * $188.00 Concrete | Rubble < 3mᵌ * $378.00 Concrete | Rubble < 6mᵌ * $752.00 General Waste < 3mᵌ * $126.00 General Waste < 6mᵌ * $194.00 Green Waste < 3mᵌ * $67.00 Green Waste < 6mᵌ * $121.00

Metal Uncontaminated < 1.5mᵌ * $67.00 Metal Uncontaminated < 3mᵌ * $121.00 Metal Uncontaminated < 6mᵌ * $183.00 Mixed Fill (soil,rock,rubbish) < 3mᵌ * $126.00 Mixed Fill (soil,rock,rubbish) < 6mᵌ * $183.00 Septic Tank Effluent Pump Out each $551.00 Solar Hot Water Systems each $64.00 Timber (untreated) < 3mᵌ * $67.00 Timber (untreated) < 6mᵌ * $134.00 Timber (treated – includes pallets) < 3mᵌ * $91.00 Timber (treated – includes pallets) < 6mᵌ * $183.00 Tyre – Vehicle each $20.00 Tyre – Light Truck (16”) each $36.00 Tyre – Truck | Heavy Vehicle each $67.00 Tyre – Tractor | Industrial Vehicle each $183.00 White Goods each $20.00

* volume of < 1.5mᵌ = ute / small trailer volume of < 3mᵌ = small flatbed / tip truck volume of < 6mᵌ = large flatbed / tip truck

Municipal Solid Waste (non-commercial) Unit Fee (gst inc) Clean Fill < 1.5mᵌ * no charge General Waste < 1.5mᵌ * $36.00 Green Waste < 1.5mᵌ * no charge Mixed Fill (soil, rock, rubbish) < 1.5mᵌ * $36.00

* volume of < 1.5mᵌ = ute / small trailer

Bins Unit Fee (gst inc) Replacement 240 litre Wheelie Bin each $114.00 Replacement parts each POA* Service fee to supply and fit parts per Hour $64.00 Skip Bin Hire each POA* * price on application


Plant Hire Unit Fee (gst inc) Vehicle Hire 4wd day rate + per km (with driver) per Day $150.00 Vehicle Hire 4wd km rate per km $2.00 Backhoe (with operator) per Hour $218.00 Excavator (with operator) per Hour $270.00 Forklift (with operator) per Hour $149.00 Front End Loader (with operator) per Hour $218.00 Front End Loader – Large (with operator) per Hour $270.00 Grader (with operator) per Hour $270.00 Skid Steer (with operator and attachments) per Hour $149.00 Slasher (with operator) per Hour $149.00 Septic Trailer per Hour $149.00 Tractor (with operator) per Hour $149.00 Truck – Articulated (with operator) per Hour $270.00 Truck – HR (with operator) per Hour $218.00 Truck – MR (with operator) per Hour $149.00

Equipment Hire Unit Fee (gst inc) Brush Cutter (with operator) per Hour $85.00 Cement Mixer per Hour $74.00 Chainsaw (with operator) per Hour $85.00 Generator per Hour $74.00 Lawnmower (with operator) per Hour $85.00 Posthole Borer per Hour $74.00 Welder per Hour $74.00

Labour Hire (subject to availability)

Penalties apply for work outside normal span of work hours. Unit Fee (gst inc) Council Service Coordinator per Hour $109.00 Essential Services Operator per Hour $173.00 Team Leader Works per Hour $98.00 Works Assistant per Hour $67.00 Other Skilled Staff per Hour POA* * price on application

Children’s Services Unit Fee (gst n/a) Early Learning Program per Hour $6.00* * before the Child Care Subsidy is applied

School Nutrition Program School Nutrition Program (Client Contributions) Unit Fee (gst n/a)

Morning Tea and Lunch per Fortnight $60.00 Breakfast, Morning Tea and Lunch per Fortnight $80.00

Aged and Disability Services

Meal Services (Ingredient Contributions) Unit Fee (gst n/a)

Cost for each service per Service $7.50 Weekend Hampers per Week $29.50


Swimming Pool Season Pass (based on 33 visits) Unit Fee (gst inc) Family (2 adults + 2 children) per Season $556.00 Adult per Season $190.00 0Concession per Season $132.00 Child (5 – 17 years old) per Season $95.00

Swim Card (based on 10 visits) Unit Fee (gst inc) Adult pre Paid $47.00 Concession pre Paid $36.00 Child (5 – 17 years old) pre Paid $24.00

Single Entry Unit Fee (gst inc) Adult per Visit $6.00 Concession per Visit $4.00 Child (5 – 17 years old) per Visit $3.00 Child (under 5 years old) per Visit no charge

Swimming Pool Hire Fees Unit Fee (gst inc) Pool Hire per Day $240.00 Pool Hire per Hour $60.00 Lifeguard Hire per Hour $60.00


MacDonnell Regional Council Alice Springs Office Location: corner South Terrace and

Bagot Street, Alice Springs

Local call: 1300 360 959

Phone: 08 8958 9600 Fax: 08 8958 9601

Mail: PO Box 5267, Alice Springs NT 0871

Email: [email protected]

www.macdonnell.nt.gov.au

Council Service Delivery Centres

Amoonguna Phone: 08 8952 9043 Fax: 08 8952 7401

Mail: PO Box 996 Alice Springs NT 0871


Areyonga (Utju) Phone: 08 8956 7311 Fax: 08 8956 7302

Mail: CMB 219 via Alice Springs NT 0872


Docker River (Kaltukatjara) Phone: 08 8956 7337 Fax: 08 8956 7338



Finke (Aputula) Phone: 08 8956 0966 Fax: 08 8956 0900



Papunya (Warumpi) Phone: 08 8956 8522 Fax: 08 8956 8520



Santa Teresa (Ltyentye Apurte) Phone: 08 8956 0999 Fax: 08 8956 0923



Titjikala Phone: 08 8956 0844 Fax: 08 8956 0843



Wallace Rockhole Phone: 08 8956 7415 Fax: 08 8956 7491


Email:

[email protected]

Haasts Bluff (Ikuntji) Phone: 08 8956 8533 Fax: 08 8956 8534



Hermannsburg (Ntaria) Phone: 08 8956 7411 Fax: 08 8956 7425


Email:

[email protected]

Imanpa

Phone: 08 8956 7454 Fax: 08 8956 7464



Kintore (Walungurru) Phone: 08 8956 8566 Fax: 08 8956 8569



Mount Liebig (Watiyawanu) Phone: 08 8956 8500 Fax: 08 8956 8589

